The bitter better factor
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The bitter better factor



managers turn sweet lemon to sour with their decisions. Forgetting about emerging emotional needs are the root causes of turning good performance into a sour one

managers turn sweet lemon to sour with their decisions. Forgetting about emerging emotional needs are the root causes of turning good performance into a sour one



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  • Full Name Full Name Comment goes here.
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  • @juaomaya
    Dear juao, I am perplexed what to say. Great comment, but I have to defer my response till Lori responds. All what I can say now is that the level of comments on this presentation fill me with satisfaction and my mind with lots to think about. Keep on the road, Juao
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  • I am thankful that Lori has responded my comment. She wrote: “[…] On the west coast of the U.S. today, I witness people of all ages leaving large organizations to start their own small ones or going to work for small community-focused organizations for that very reason: to imagine and have a better life and to reconnect with community […]”.
    I’m glad to know about that and I think that right now hundreds of people are doing the same choice in many countries. Still, I think these individuals, living in societies where modern conditions of production prevail, are exceptions rather than the rule, just as I wondered about in my comment.
    New ideas and behavior take time to be consolidated. Besides, every new adjustment is a crisis in self-esteem. Today, more than never, personal changings are quite a challenge to each one of us: the motto of the selfish, modern society we live in is “Love yourselve” and not “Know yourselve”.
    Of course, it’s true there’s a new working mentality emerging in recent decades, thanks to discussions about professional life quality. According to Lori some employees start wanting to do what they love. On the other hand, I think that Michel Foucault has hit the nail on the head: “the dominant social and productive system furtively organizes our lives, making us to believe there is no oppression, but only ‘rational’ necessities”. And what, if “doing what we love” is just another rational necessity the invisible establishment imposes on us?
    Viewed in the context of labor and pleasure entwined, what I would like saying to young people is quoted from the Cat Stevens’ song “Oh very young”, released on his 1974 album “Buddha and the chocolate box”.
    I fully agree with Lori that we ourselves must say to us the verse “You’re only dancing on this earth for a short while” every single day — till the last minute of our life. However, I just feel that nearly forty years is time enough to adult people change their mentality and take control over their hearts and minds, just like she did herself in 2007, at 37, when she left Microsoft. So, my sincere congratulations on her challenging and wise decision.
    As for me, in my particular case, I confess that at 66 I am still on the road, relentlessly in a hurry…
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  • @CharlesPrabakar
    Thanks, Charles. Yes, I hope readers check on your progressive model. Thanks
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  • Thanks Dr. Ali Anani for your insightful response. To your point – I did add a plug for our firm’s purpose driven leadership(PDL) framework in a non intrusive way (as you can see from the PDL link in the previous comment) – as I did not want to change the focus too much away from your baby.

    You are absolutely correct that for “sense of purpose” to manifest, we need a purpose environment, led by purpose leaders, using our firm’s PDL framework as explained in detail in the article below


    Regards, Charles
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  • @CharlesPrabakar
    Dear Charles, you make a sound and impacting comment. I feel many darts of thoughts are hitting my mind.
    I like that you brought up the idea of and I quote 'Bitter experiences (or the so called wilderness moments), sometimes are essential to mould us to become better'. I fully agree. Slide 4 of the presentation states that occasionally bitter is better. So, we are in full agreement.
    I like the way you structured the presentation. I also enjoyed your notification that changing the i for e makes such a great difference. Again, this gives a lovely example of the Butterfly Effect
    I thank you for your suggestion for me of writing a book 'Bitter to Better'. That is a great idea
    I greatly enjoyed your emphasis on Human Capital and the need to promote and energize this capital intellectually and emotionally to cope with your famous and relevant model 'Purpose Driven Leadership'. We need a combined purpose that caters for the various aspects of the human capital. A purpose that doesn't ignore what I call 'The Emotional Capital' of organizations.
    As much as I loved and learnt from your comment, dear Charles, it still puzzles me that you didn't refer to purpose driven leadership, which is your baby
    A great comment that educates all readers.Thanks a lot dear Charles for taking the time to illuminate us
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The bitter better factor The bitter better factor Presentation Transcript

  • The Bitter Better Factor (BBF)by Ali Anani Powerpoint Templates Page 1
  • The Idea The Bitter Better Factor (BBF). I coined this term to reflect improvements that look sweet on the outside, but bitter in the inside. Many business suffer from this factor. Many promotions fall in this catch. Many managers fall in this cage. Many improvements are not improvements; in fact they are movements to the rear Powerpoint Templates Page 2
  • Bad to Worse Making things worse is significantly easier than making them better Powerpoint Templates Page 3
  • Ocassionally Bitter IS Better Bitter is one of the five flavors our taste buds can recognize. Some of the many effects of bitters include: Stimulating acid secretion in the stomach and the release of digestive juices from the pancreas Powerpoint Templates Page 4
  • Beware Better That Is Bitter Beware improvements that turn good to bad. Beware actions that turn good employees into bad ones Powerpoint Templates Page 5
  • Examples Are Numerous Tireless efforts and never being satisfied with one’s current level of performance can actually be performance inhibitors. An off season of extra practice and added discipline in the gym can create heavy expectations if an athlete is not careful. See M. Scott Peck’s Golf and the Spirit for a rich explanation of this concept. Powerpoint Templates Page 6
  • Examples Are Numerous- 2 Organization make the same mistake. They forget about the consequences of actions over time and mainly their emotional content Powerpoint Templates Page 7
  • Examples Are Numerous- 3 Sugar-Coated promotions are exemplary of this BBF factor. Promotions are intended to acknowledge the performance of employees hoping their performance will excel Powerpoint Templates Page 8
  • Examples Are Numerous- 4 Promotions change the emotional values of people. A newly-promoted director has new emotional needs such as new status and social acceptance The financial burden of the new emotional needs may often exceed the financial ability of the new director Powerpoint Templates Page 9
  • Examples Are 5 Promotions create physical benefits that instead of turning into emotional benefit do exactly the opposite as they turn into emotional loss Emotional Benefits Physical Benefits Powerpoint Templates Page 10
  • Examples Are Numerous- 5 The result is unhappy director. Happiness is directly linked to productivity The performance of the director worsens because we considered the immediate benefits with disregard to the emotional benefits over time Powerpoint Templates Page 11
  • Incentives Are Not Different- 2 Incentives aim at encouraging good performance They often fire back. We see with the close range lenses and forget about long range emotional benefits We turn the sweet lemon to a sour one Powerpoint Templates Page 12
  • Emotional Selling Emotional selling and emotional marketing In the process we forgot that employees are internal customers and their emotional benefits must be addressed as well Powerpoint Templates Page 13
  • The Lesson Never turn good feelings of promotion to bad feelings of unmet and emerging emotional needs Powerpoint Templates Page 14
  • From Rational to Irrational Rational decisions of today may turn to be the most irrational decisions tomorrow. Beware of the emerging emotional needs under the iceberg of physical benefits Powerpoint Templates Page 15
  • Management with anemotional heart is what we need Powerpoint Templates Page 16
  • Moving from Physical Needs to Emotional Benefits Managerial decisions should take this factor for the current situation and emerging emotional needs in the future (See next slide) Powerpoint Templates Page 17
  • Powerpoint Templates Page 18